As Finkle notes, this doesn't mean that company goals aren't supported by coaching—indeed, the coach was most likely hired by the company to support the executive's efforts to achieve those goals. Even so, the role of the coach is not to represent specific company needs or interests. "The perspectives they provide, the alternatives discussed, and everything else has no agenda except to support the coachee," she says.
Feedback shouldn’t be a surprise. Hopefully, he has been receiving feedback along the way about specific behaviors that he has needed to change. Start out by stating your intent in giving the feedback. For example, “My goal in giving you this feedback is for you to be able to step up and get that promotion….” Then describe the actual behavior that you noticed and the situation in which it occurred (i.e., “You did not show up to the last three of our staff meetings”), the impact that it had (i.e., “this upset the rest of the team who were counting on getting key updates from you so they could move forward with their projects”), and then articulate the desired results (“I’d like for you to be at all of our staff meetings from now on. If you can’t attend, I’d like for you to let me know and to send someone from your team in your absence”).
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